New IT hire justification example

Hi guys, non-technical question here.
Does anyone have any format or an example for the new hire justification. Instead of asking management "hey can I hire someone to help me, I am working 12 hrs per day"
Maybe someone has previous example or a set format showing the following things or similar:

1) Justify why you need help.
2) Explain your current situation, hours and work load
3) Tell how a new hire/resource will benefit the company, for example, improved revenue by 5%, completion of projects 25% faster, improved customer satisfaction rating, etc.
4) Justify the cost and how the proceeds will offset that person.
5) Show the long term strategy of this person and how this person fits into the organization
6) Show your new role on you being the manager and how this will free up your time for more strategic goals
7) Finally, show how this new hire aligns with company strategy and direction and how your department will be able to meet or exceed those goals.

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In your justification, along with the above, here are a few considerations to work in...

12 hours a day doing what? explain that and the importance of those activities.

What is not getting done, because you don't have the time? List the projects and activities too low on the priority list to get on your schedule -- and their benefits (if not obvious), Also include objectives and goals your superiors have mentioned are important to them (if they have not reached the active project stage).

Exactly how would the new resource be used? What skills are required? How do those skills stack up against what needs doing?

Not intended as an 'answer' as much as a possible spark for alternative thinking.

A few decades back when IBM was working toward a commercial SQL release, a 3rd-party product came out that provided basic SQL data manipulation functions including a simple report writer. I was doing project work for a city government and did an evaluation test of the product. It only took a few days for me to recommend that US$1200 be approved for a license, but the city council rejected the idea after the IT manager put in a request.

During the same time, state auditors were in the offices doing a scheduled audit. They made request after request for all kinds of data from different database areas, and I was returning the requested data first thing each morning after. This went on for perhaps a couple weeks.

Then the SQL-like product evaluation period license expired.

The next auditor request came in, and I returned a reply that estimated that it'd take about a week to provide the results. The next morning, the IT manager asked why there was such an abrupt change in expected turnaround time. I pointed out that I'd been able to use the product until then, but now I'd need to do some programming work to dig out all the related data and get it reasonably readable. I couldn't use the new product any more.

He took that explanation back to the City Manager's office with the result that the product license fee was approved the very next day.

The point is simply that sometimes you have to show management what's needed. When they feel the pain, action follows.